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OTB chapter 10 (To enhance position power (1- increase centrality and…
OTB chapter 10
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Three bases of power
reward power- the extent to which a manager can use extrinsic and intrinsic rewards to control other people.
coercive power- the extent to which a manager can deny desired rewards or administer punishment to control other people.
legitimate power stems from the extent to which a manager can use the internalised belief of employees that the boss has a right of command to control their behavior.
enhance personal power
1- Knowledge and information- by education, training and experience or through special assess to data or people.
2- Personal attractiveness- reference power will be increased by enhancing “likeability” and personal attraction in relationship with other people. Having a pleasant personality, agreeable behaviour patterns and attractive personal appearance.
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Personal power
expert power- the ability to control another's behaviour through the possession of knowledge, experience or judgement that the other person does not have but needs
referent power- the ability to control another's behaviour because the individual wants to identify with the power source.
The zone of indifference is the
range of authoritative requests
to which an employee is willing
to respond (obey) without subjecting
the directives to critical evaluation
or judgement.
. If a manager were to make requests
outside the zone of indifference,
he will most likely need to use
more incentives than pure position power.
Power may be defined as the potential ability to influence behaviour, to change the course of events, to overcome resistance, and to get people to do things that they would not otherwise do.
Formal authority is the potential to exert such control through the legitimacy of a managerial position.